Analysis and strategic marketing plan for a domestic holiday park in the UK.
Woodland Adventure Centres (WAC)
Strategic Marketing Plan
Table of ContentsPage
1.0Executive Summary2
1.1 Summary of Marketing Objectives 2
1.2 Findings 2
1.3 Further Recommendations 2
1.4 Budget
2.0Terms of Reference3
3.0Methodology4
4.0WAC Summary of 2013 Performance5
4.1 WAC Market Research and Situation Analysis 6
4.2 UK Domestic Tourism Market 6
4.3 WAC Addressable Domestic Market 7
4.4 Competitor Analysis 7
4.5 Situation Summary 8
5.0Marketing Objectives10
6.0Strategy11
6.1 Audience Segmentation and Targeting 11
6.2 Product, Brand and Positioning 11
6.3 Communication 12
6.4 Database and Information 13
6.5 Customer Relationship Management 14
7.0Operating and Implementation Plan15
7.1 Development of WAC Website and Ecommerce Capabilities 15
7.2 Brand Affinity and Awareness 15
7.3 Customer Retention 16
7.4 Customer Acquisition 17
7.5 Contingency Plan 17
8.0Marketing Budget18
Appendix / Attachments
1. Advertising Campaign Metrics
2. Calendar Pricing 2014
3. WAC Gantt Chart
1.0 Executive Summary
The Woodlands Adventure Centres strategic marketing plan presents a clear action plan to
achieve the primary goal of generating a minimum of 16m in revenue across 12 months
commencing 28thMarch 2014.
1.1Summary of Marketing Objectives
o Achieve minimum 16m in accommodation sales revenue using a maximum 240,000
budget.
o Increase average yearly occupancy rate to minimum 35%.
o Achieve a return on marketing investment of 68.53:1.
o Generate forward occupancy rate of 25%.
o Align WAC digital and ecommerce capabilities with market opportunity and consumer
behavior.
1.2Findings
o A significant proportion, 67%, of UK travel industry bookings are made online. At
present WAC receives zero bookings via this channel.
o A need to develop and expand on the current WAC database and analytic capabilities to
support future customer acquisition.
o It is necessary to introduce a CRM program to move from single transaction to
relationship marketing.
o Two major competitor parks, CenterParcs and Forest Holidays, plan new park launches
in 2014.
o The market outlook is one of growth and although competitive provides a strong
opportunity for WAC to achieve desired business goals.
1.3Further Recommendations
o A proportion of call center operatives re-allocated to lead generation and sales or this
business function streamlined to increase efficiency.
o As a saving, remove breakfast as a standard included feature and offer chalet delivery
service, for a fee, to generate revenue and enhance resident experience.
o Diversify holiday length options to include weekends and short-breaks.
o Further develop digital capabilities to support sales and CRM – employ a park mobile
application to stay in touch with consumers throughout the year and encourage customers
to reserve park facilities prior to arrival.
o SEO and natural search revenue has not been included in the budget and so represents
additional upside however it is recommended that this is tracked and budgeted for in 2015
planning.
1.4Budget
Table 1.4.1 below contains top-line budget, with 79% of revenue generated from new
customer acquisitions. The budget and revenue are for accommodation sales only and so
total revenue for period expected to exceed revenue stated.
Table 1.4.1
2.0 Terms of Reference
Following a company acquisition and major capital investment in four holiday centers, a
direct marketing communications plan has been requested by Woodlands Adventure
Centres for the 12 months commencing January 2014. The requested plan will serve to
promote the new park launches, 28thMarch 2014, and outline strategies to achieve the
required 16m break even revenue from the 240,000 budget.
3.0 Methodology
Extensive research and analysis of WAC internal and external trading environment, using
multiple online and offline resources:
o WAC previous marketing and 2013 trading results, as provided by WAC.
o The Great Britain Tourism Survey – a national consumer survey measuring the volume
and value of overnight domestic tourism.
o Tourism Expenditure by Type of Tourist – data supplied by the Office of National
Statistics.
o International Passenger Survey 2012 – data supplied by the Office of National Statistics.
o UK Occupancy Survey for Serviced Accommodation, Annual Summary 2011 – survey
conducted by Visit England
o CenterParcs 2011/12 Annual Review – available on CenterParcs corporate website.
o Competitor catalogues and email newsletter subscriptions.
o The Data Protection Act 1998 (DPA) –
http://www.legislation.gov.uk/ukpga/1998/29/contents
o Broadsheet newspaper advertising rate cards.
o Zoopla region data – www.zoopla.com
o Royal Mail – http://www.royalmail.com/price-finder
o Assignment list rental recommendations.
o CACI – http://acorn.caci.co.uk/
o Kantar Media – TGI data, http://www.globaltgi.com/
4.0 WAC Summary of 2013 Performance
In reference toTable 4.0.1, below, the company generated 13,750,600 in accommodation
sales across the year based on the price per chalet and occupancy data provided. This
represents a total revenue sales rate of 43% against accommodation sales opportunity of
31,920,000, as shown inTable 4.0.2.
2013 guests have been split into five distinct segments; 1) Families, 2) Couples <45, 3)
Couples 45+, 4) Mixed groups no children, 5) Retired over 60. Revenue generated by each
segment is broken down by week periods inTable 4.1. Families accounted for 72% of all
chalet revenue, followed by Retired 60+ with 12% and Couples 45+ with 12%. Couples
<45 and Mixed groups no children generated 2% and 3% of all revenue respectively.
Based on this data, segments 1, 3 and 5 make up 95% of accommodation revenue and
should form the basis for ongoing market targeting consideration.
Table 4.0.1: 2013 Revenue Per Customer Segment
ReferencingTable 4.0.2, the number of chalets let, 8,460, represents 27% fulfillment of
total available across the year meaning the average price gained per sold chalet
out-performed number of chalets sold. As such, one of the goals of this plan is to increase
occupancy to min. 35% as capacity fulfilment is a clear area for improvement.
Average Day Rate (ADR) of total opportunity, calculated as revenue divided by number of
nights available across all chalets, was 88.49. The Average Day Rate Potential (ADRP) is
205.41, if all chalets are sold with zero discount, so as a customer incentive there is
potential for discounted chalets to further increase capacity.
